Abstract and Keywords
This chapter examines the psychology of advice recipients, focusing on research predominantly conducted using the Judge Advisor System, in which a participant “judge” receives advice from one or more advisors but has ultimate responsibility for making the decision. First, it reviews methods of typical Judge Advisor System experiments. Next, it surveys the research to explore why decision makers often do not seek out advice, focusing on the costs of advice and decision-maker overconfidence. It then examines why decision makers underutilize the advice they receive due to factors like confirmation bias, egocentric discounting, and power. In addition, factors that increase the utilization of advice, such as trust, advisor confidence, and advisor expertise, are considered. Finally, the influence of advice-recipient power and reception to computerized advice are examined in depth. Finally, advice to decision makers about how to seek and utilize advice to make better decisions is provided.
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